Webinar on Introduction to Scrum and Agile. and. Training for Scrum Fundamentals Certified (SFC ) Certification

Transcription

1 Webinar on Introduction to Scrum and Agile and Training for Scrum Fundamentals Certified (SFC ) Certification

2 1. Introduction to Scrum (1 hour) Agenda Benefits for participants attending this Webinar/Training (5 minutes) About SCRUMstudy (5 minutes) Overview of Scrum (20 minutes) o Definition and brief history of Scrum o Why Scrum Scrum vs. Traditional Project Management Benefits of Scrum Overview of A Guide to the Scrum Body of Knowledge (SBOK Guide) (5 minutes) o Framework of the SBOK Guide o Who uses the SBOK Guide o How to use the SBOK Guide Scrum Flow (10 minutes) 2

3 Agenda 2. Training for Scrum Fundamentals Certified (SFC ) Certification (3.5 hours) Scrum Aspects (50 minutes) o Organization o Business Justification o Quality o Change o Risk Scrum Phases and Processes (70 minutes) o Initiate o Plan and Estimate o Implement o Review and Retrospect o Release 3

4 Agenda Scaling Scrum (15 minutes) o Scaling Scrum for Large Projects o Scaling Scrum for the Enterprise Principles (75 minutes) o Empirical Process Control o Self-organization o Collaboration o Value-based Prioritization o Time-boxing o Iterative Development 3. Overview of SCRUMstudy Scrum and Agile Certifications and Live Demo of the Online Course (30 minutes) 4

5 Conducting the Webinar/Training We have 1,500+ delegates participating in this Webinar/Training today, which makes it one of the biggest live Scrum/Agile events globally. All participants in this training can ask questions to the SCRUMstudy team by using the Questions tab provided in GotoWebinar. The team will try to answer all questions asked through the Questions window. We will take a 5-minute break every hour. We hope you enjoy and learn from this training! *: Answers from SCRUMstudy representatives in the Windows window are the views of individuals representing SCRUMstudy, and may not represent the official views of SCRUMstudy 5

6 Format of the Webinar For each topic, the faculty explains the concept Participants view relevant video Participants attempt multiple choice questions Participants ask questions and have discussion with the faculty Note: Recording of the training session, copy of the presentation and questions asked during the training will be ed to all the participants. 6

7 About the Presenters Winfried Hackmann Jim Pruitt Nikhil Kumar 7

8 Benefits for Participants Attending this Training Get an overview of Scrum and Agile, and learn the Scrum framework as defined in the SBOK Guide. Get certified in Scrum from SCRUMstudy - the Global Accreditation Body for Scrum and Agile Certifications, and earn a valued certification that will help progress your career. Improve Return on Investment (ROI) by delivering projects successfully in your organization. Learn from and interact with experts in Scrum and Agile. Prepare for other advanced certifications and courses in Scrum and Agile. 8

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10 About SCRUMstudy Most Popular and Widely Accepted Based on A Guide to the Scrum Body of Knowledge (SBOK Guide) Industry-wide Acceptance Credible and Standard Testing Environment Established Name in Scrum and Agile Certifications SCRUMstudy certifies several thousand students each month more than any other accreditation body for Scrum and Agile. SCRUMstudy LinkedIn Group with 62,000+ members is the largest and fastest growing Scrum and Agile Group on LinkedIn. Details: 10

11 Growth of Scrum 11

12 Overview of Scrum 12

13 Overview of Scrum A Scrum project involves a collaborative effort to create a new product, service, or other result as defined in the Project Vision Statement. Projects are impacted by constraints of time, cost, scope, quality, resources, organizational capabilities, and other limitations that make them difficult to plan, execute, manage, and ultimately succeed. However, successful implementation of the results of a finished project provides significant business benefits to an organization. It is therefore important for organizations to select and practice an appropriate project management approach. 13

14 What is Scrum? Scrum is one of the most popular Agile methods. It is an adaptive, iterative, fast, flexible, and effective framework designed to deliver significant value quickly and throughout a project. Scrum ensures transparency in communication and creates an environment of collective accountability and continuous progress. The Scrum framework, as defined in the SBOK Guide, is structured in such a way that it supports product and service development in all types of industries and in any type of project, irrespective of its complexity. 14

15 History of Scrum 15

16 History of Scrum - Rugby Approach Inception of the Framework in the 1980s Developed by Hirotaka Takeuchi and Ikujiro Nonaka Described an innovative approach to product development that they called a holistic or Rugby approach Defined a flexible and all-inclusive product development strategy Approach based on manufacturing case studies from different industries Product development should not be like a sequential relay race, but rather should be analogous to the game of Rugby 16

17 History of Scrum A Guide to the Scrum Body of Knowledge (SBOK Guide) First Edition is released. It is developed with the help of more than 52 subject matter experts from over 10 countries A Guide to the Scrum Body of Knowledge (SBOK Guide) Second Edition is released SCRUMstudy LinkedIn Group is formed. It is now the largest and the fastest growing community of Scrum and Agile practitioners with over 61,000+ members A Guide to the Scrum Body of Knowledge (SBOK Guide) Third Edition is released with detailed sections on Scaling Scrum for Large Projects and the Enterprise. 17

18 History of Scrum - Global Leader in Scrum Comparing SCRUMstudy with ScrumAlliance in Google Trends clearly shows that SCRUMstudy is currently much more popular than ScrumAlliance. To generate this report, please visit and compare SCRUMstudy with ScrumAlliance 18

19 Global A.T.P. History of Scrum - Largest Global Network of Authorized Training Partners (A.T.P.s) With A.T.P.s globally, SCRUMstudy has the widest network of Authorized Training Partners (A.T.P.s) such as Global Knowledge, IT Era, New Horizons, Arizona State University offering its certifications. SCRUMstudy certifications are widely reputed and accepted by multiple Fortune 500 companies such as Apple, IBM, HP, Bank of America, AT&T, Dell, Verizon, Lockheed Martin, PepsiCo, Cisco, and more. 19

20 Why Scrum? 20

21 Scrum vs. Traditional Project Management Scrum Traditional Project Management Emphasis is on People Processes Documentation Minimal only as required Comprehensive Process style Iterative Linear Upfront planning Low High Prioritization of Requirements Based on business value and regularly updated Fixed in the Project Plan Quality assurance Customer centric Process centric Organization Self-organized Managed Management style Decentralized Centralized Change Updates to Productized Product Backlog Formal Change Management System Leadership Collaborative, Servant Leadership Command and control Performance measurement Business value Plan conformity Return on Investment (ROI) Early/throughout project life End of project life Customer involvement High throughout the project Varies depending on the project lifecycle Table 1-3: Scrum vs. Traditional Project Management; Page 20 SBOK Guide 21

22 Benefits of Scrum Adaptability Adaptability Empirical process control and iterative delivery make projects adaptable and open to incorporating change. 22

23 Benefits of Scrum Transparency All information radiators such as Scrumboard and Sprint Burndown Chart are shared, leading to an open work environment. 23

24 Benefits of Scrum Continuous Feedback Continuous feedback is provided through the Conduct Daily Standup, and Demonstrate and Validate Sprint processes. 24

25 Benefits of Scrum Continuous Improvement The deliverables are improved progressively Sprint by Sprint, through the Groom Prioritized Product Backlog process. 25

26 Benefits of Scrum Continuous Delivery of Value Iterative processes enable the continuous delivery of value through the Ship Deliverables process as frequently as the customer requires. 26

27 Benefits of Scrum Sustainable Pace Scrum processes are designed such that the people involved can work at a sustainable pace that they can, in theory, continue indefinitely. 27

28 Benefits of Scrum Early Delivery of High Value The Create Prioritized Product Backlog process ensures that the highest value requirements of the customer are satisfied first. 28

29 Benefits of Scrum Efficient Development Process Time-boxing and minimizing non-essential work leads to higher efficiency levels. 29

30 Benefits of Scrum Motivation The Conduct Daily Standup and Retrospect Sprint processes lead to greater levels of motivation among employees. 30

31 Benefits of Scrum Faster Problem Resolution Collaboration and colocation of cross-functional teams lead to faster problem solving. 31

32 Benefits of Scrum Effective Deliverables The Create Prioritized Product Backlog process and regular reviews after creating deliverables ensures effective deliverables to the customer. 32

33 Benefits of Scrum Customer Centric Emphasis on business value and having a collaborative approach to stakeholders ensures a customer-oriented framework. 33

34 Benefits of Scrum High Trust Environment Conduct Daily Standup and Retrospect Sprint processes promote transparency and collaboration, leading to a high trust work environment ensuring low friction among employees. 34

35 Benefits of Scrum Collective Ownership The Commit User Stories process allows team members to take ownership of the project and their work leading to better quality. 35

36 Benefits of Scrum High Velocity A collaborative framework enables highly skilled cross-functional teams to achieve their full potential and high velocity. 36

37 Benefits of Scrum Idea! Innovative Environment The Retrospect Sprint and Retrospect Project processes create an environment of introspection, learning, and adaptability leading to an innovative and creative work environment. 37

38 Why Use Scrum? - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 38

39 Question Which of the following is a benefit of using Scrum? A. It enables detailed planning at the beginning of the project hence ensures that all the risks are identified and mitigated. B. It provides complete control over the project to the Product Owner as he is responsible for all the product development activities in a Sprint. C. It is based on the principle of value-based prioritization thus ensuring that highest value is provided in the shortest period possible. D. It is based on the principle of managing by stages thus ensures that all the expected benefits are realized at the end of the project. 39

40 Which of the following is a benefit of using Scrum? Answer A. It enables detailed planning at the beginning of the project hence ensures that all the risks are identified and mitigated. B. It provides complete control over the project to the Product Owner as he is responsible for all the product development activities in a Sprint. C. It is based on the principle of value-based prioritization thus ensuring that highest value is provided in the shortest period possible. D. It is based on the principle of managing by stages thus ensures that all the expected benefits are realized at the end of the project. Answer: C - It is based on the principle of value-based prioritization thus ensuring that highest value is provided in the shortest period possible. Justification: The Scrum framework is driven by the goal of delivering maximum business value in a minimum time span. One of the most effective tools for delivering the greatest value in the shortest amount of time is prioritization. Prioritization can be defined as determination of the order and separation of what must be done now, from what needs to be done later. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

41 Question Does your company use Scrum or any other Agile framework for delivering projects? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 41

42 Overview of A Guide to the Scrum Body of Knowledge (SBOK Guide) 42

43 Overview of the SBOK Guide A Guide to the Scrum Body of Knowledge (SBOK Guide) provides guidelines for the successful implementation of Scrum the most popular Agile product development and project delivery method. Scrum, as defined in the SBOK Guide, is applicable to the following: Portfolios, programs, and/or projects in any industry Products, services, or any other results to be delivered to stakeholders Projects of any size or complexity The SBOK Guide is available for free download at: /download-free-buy-sbok The SBOK Guide can be used as a reference and knowledge guide by both experienced Scrum and other product and service development practitioners, as well as by individuals with no prior experience or knowledge of Scrum or other project delivery framework. 43

44 Framework of the SBOK Guide The SBOK Guide is broadly divided into three areas of Principles, Processes and Aspects. Scrum Principles Scrum Processes Scrum Aspects Figure 1-2: SBOK Guide Framework; Page 7 SBOK Guide 44

45 Scrum Principles Figure 1-3: Scrum Principles; Page 9 SBOK Guide Scrum principles are the core guidelines for applying the Scrum framework and should mandatorily be used in all Scrum projects. This topic will be discussed in detail later. 45

46 Scrum Aspects Organization Business Justification Quality Change Risk The Scrum aspects must be addressed and managed throughout a Scrum project. This topic will be discussed in detail later 46

47 This topic will be discussed in detail later. Table 1-1: Summary of Fundamental Scrum Processes; Page 15 SBOK Guide Scrum Phases and Processes Chapter Phase Fundamental Scrum Processes 8 Initiate 9 Plan and Estimate 10 Implement 11 Review and Retrospect 12 Release 1. Create Project Vision 2. Identify Scrum Master and Stakeholder(s) 3. Form Scrum Team 4. Develop Epic(s) 5. Create Prioritized Product Backlog 6. Conduct Release Planning 1. Create User Stories 2. Estimate User Stories 3. Commit User Stories 4. Identify Tasks 5. Estimate Tasks 6. Create Sprint Backlog 1. Create Deliverables 2. Conduct Daily Standup 3. Groom Prioritized Product Backlog 1. Demonstrate and Validate Sprint 2. Retrospect Sprint 1. Ship Deliverables 2. Retrospect Project Scrum processes address the specific activities and flow of a Scrum project. In total there are nineteen fundamental Scrum processes that apply to all projects. These processes are grouped into five phases 47

48 Scrum Phases and Processes Chapter Applicability Additional Scrum Processes 13 Scrum for Large Projects 1. Create Large Project Components 2. Conduct and Coordinate Sprints 3. Prepare Large Project Release 14 Scrum for the Enterprise 1. Create Program or Portfolio Components 2. Review and Update Scrum Guidance Body 3. Create and Groom Program or Portfolio Backlog 4. Coordinate Program or Portfolio Components 5. Retrospect Program or Portfolio Releases Table 1-2: Summary of Additional Scrum Processes; Page 16 SBOK Guide For Scaling Scrum for Large Projects and Scaling Scrum for the Enterprise, that require coordination across multiple teams, there are eight additional Scrum processes. This topic will be discussed in detail later. 48

49 Who uses the SBOK Guide? 49

50 Who uses the SBOK Guide? Scrum Core Team Members including Product Owner, Scrum Master and the Scrum Team. 50

51 Product Owners Who uses the SBOK Guide? Who want to fully understand the Scrum framework and particularly the customer or stakeholder-related concerns involving business justification, quality, change, and risk aspects associated with Scrum projects. 51

52 Who uses the SBOK Guide? Scrum Masters Who want to learn their specific role in overseeing the application of Scrum framework to Scrum projects. 52

53 Who uses the SBOK Guide? Scrum Team Members Who want to better understand Scrum processes and the associated tools that may be used to create the project s product or service. 53

54 Who uses the SBOK Guide? The SBOK Guide is also valuable as: A comprehensive guide for all Scrum practitioners working on Scrum projects in any organization or industry. A reference source for anyone interacting with the Scrum Core Team, including but not limited to the Portfolio Product Owner, Portfolio Scrum Master, Program Product Owner, Program Scrum Master, Scrum Guidance Body, and Stakeholders (i.e., sponsor, customer, and users). A handbook for any person who has no prior experience or knowledge of Scrum framework but wants to learn more about the subject. 54

55 How to use the SBOK Guide 55

56 How to use the SBOK Guide? In order to facilitate the best application of the Scrum framework, the SBOK Guide has clearly differentiated mandatory inputs, tools, and outputs, from non-mandatory or optional ones. Inputs, tools, and outputs denoted by asterisks (*) are mandatory, or considered critical to success, while others with no asterisks are optional. It is recommended that those being introduced to Scrum focus primarily on the mandatory inputs, tools, and outputs, while more experienced practitioners should read the entire process chapters to benefit from the optional bestpractice inputs, tools, and outputs suggested. 56

57 Scrum Flow 57

58 Scrum Flow Release Planning Schedule Release Planning Meeting Daily Standup Create Deliverables Project Business Case Project Vision Statement Prioritized Product Backlog Sprint Backlog Accepted Deliverables Project Vision Meeting Sprint Planning Meeting Sprint Review Meeting Retrospect Sprint Meeting Figure 1-1: Scrum Flow for One Sprint; Page 2 SBOK Guide 58

59 Framework of the SBOK Guide - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 59

60 Question Scrum framework is best suited to which of the following environments? A. Developing cutting-edge products B. Frequently changing requirements C. Volatile and hypercompetitive markets D. All of the above 60

61 Answer Scrum framework is best suited to which of the following environments? A. Developing cutting-edge products B. Frequently changing requirements C. Volatile and hypercompetitive markets D. All of the above Answer: D - All of the above Justification: A, B, and C list the environments where Scrum would be most successful. 61

62 Question Which industry is the Scrum framework best suited for? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 62

63 Scrum Aspects 63

64 Scrum Aspects Organization Business Justification Quality Change Risk 64

65 Scrum Aspects Organization 65

66 Scrum Aspects Organization Understanding defined roles and responsibilities in a Scrum project is very important for ensuring the successful implementation of Scrum. Scrum roles fall into two broad categories: 1. Core Roles 2. Non-core Roles 66

67 Organization - Core Roles Core roles are those roles which are mandatorily required for producing the project s product or service. Individuals who are assigned core roles are fully committed to the project and are ultimately responsible for the success of each project iteration and of the project as a whole. 67

68 Organization - Core Roles Product Owner Scrum Master Scrum Team 68

69 Organization - Core Roles Product Owner Responsible for achieving maximum business value for project Articulates customer requirements Maintains business justification for a project Represents customers voice 69

70 Organization - Core Roles Scrum Master Ensures that the Scrum Team is provided with an environment conducive to complete the project successfully Guides, facilitates, and teaches Scrum practices to everyone involved in the project Clears impediments for the team Ensures that Scrum processes are being followed 70

71 Organization - Core Roles Scrum Team Responsible for understanding Product Owner specified requirements Creating the project deliverables 71

72 Organization - Non-core Roles Non-core roles are those roles which are not mandatorily required for the Scrum project and may include team members who are interested in the project. They have no formal role in the project team and may interface with the team, but may not be responsible for the success of the project. The non-core roles should be taken into account in any Scrum project. 72

73 Organization - Non-core Roles Stakeholder(s) Scrum Guidance Body Vendors 73

74 Organization - Non-core Roles Stakeholders A collective term that includes customers, users, and sponsors. Stakeholders frequently interface with the Scrum Core Team, and influence the project throughout the project s development. Most importantly, it is for the stakeholders that the project produces the collaborative benefits. 74

75 Organization - Non-core Roles Scrum Guidance Body (SGB) An optional role, which generally consists of a set of documents and/or a group of experts who are typically involved with defining objectives related to quality, government regulations, security, and other key organizational parameters. This SGB guides the work carried out by the Product Owner, Scrum Master, and Scrum Team. 75

76 Organization - Non-core Roles Vendors Include external individuals or organizations, provide products and/or services that are not within the core competencies of the project organization. 76

77 Organization Role Summary Figure 3-1: Scrum Roles Overview; Page 42 SBOK Guide 77

78 Scrum Across the Organization Fig 3-4: Scrum Across the Organization for Projects, Programs, and Portfolios; Page 53 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 78

79 Scrum Project Roles - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 79

80 Question Who among the following is responsible for providing the Scrum Team with a favorable environment for creating deliverables? A. Scrum Master B. Product Owner C. Scrum Guidance Body D. External stakeholders 80

81 Answer Who among the following is responsible for providing the Scrum Team with a favorable environment for creating deliverables? A. Scrum Master B. Product Owner C. Scrum Guidance Body D. External stakeholders Answer: A - Scrum Master Justification: Scrum Master is responsible for providing the Scrum Team with a favorable environment for creating deliverables 81

82 Question Should a Scrum Master have technical knowledge? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 82

83 Scrum Aspects Business Justification 83

84 Scrum Aspects - Business Justification It is important for an organization to perform a proper business assessment prior to starting any project. This helps key decision makers understand the business need for a change or for a new product or service, the justification for moving forward with a project, and its viability. 84

85 Business Justification Value-driven Delivery Business justification in Scrum is based on the concept of Value-driven Delivery. One of the key characteristics of any project is the uncertainty of results or outcomes. It is impossible to guarantee project success at completion, irrespective of the size or complexity of a project. Considering this uncertainty of achieving success, Scrum attempts to start delivering results as early in the project as possible. This early delivery of results, and thereby value, provides an opportunity for reinvestment and proves the worth of the project to interested stakeholders. 85

86 Value-driven Delivery in Scrum versus Traditional Projects Fig 4-1: Delivering Value in Scrum vs. Traditional Projects; Page 67 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 86

87 Steps to Determine Business Justification Fig 4-3: Business Justification and the Project Lifecycles; Page 71 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 87

88 Business Justification - Video Here is a video to review the concept: Business-Justification For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 88

89 Question Which of the following statements is not true with regard to the Scrum framework? A. User requirements are prioritized based on their business value B. The Product Owner should follow a change control procedure to make any changes to the Prioritized Backlog Items in the Prioritized Product Backlog C. Business value is delivered incrementally D. Deliverables are created on the basis of the business value they provide. 89

90 Answer Which of the following statements is not true with regard to the Scrum framework? A. User requirements are prioritized based on their business value B. The Product Owner should follow a change control procedure to make any changes to the Prioritized Backlog Items in the Prioritized Product Backlog C. Business value is delivered incrementally D. Deliverables are created on the basis of the business value they provide. Answer: B - The Product Owner should follow a change control procedure to make any changes to the Prioritized Backlog Items in the Prioritized Product Backlog Justification: There is no change control procedure in Scrum. Change requests are actioned upon based on their business value. 90

91 Question What factors do you consider while assessing business justification for a project? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 91

92 Scrum Aspects Quality 92

93 Scrum Aspects - Quality Quality is defined as the ability of the completed product or deliverables to meet the Acceptance Criteria and achieve the business value expected by the customer Acceptance Criteria are the objective components by which a User Story s functionality is judged. Acceptance Criteria should explicitly outline the conditions that User Stories must satisfy. Example: Every in-progress order must be saved every 5 seconds to the logged in user account as a draft order. 93

94 Scrum Aspects - Quality To ensure a project meets quality requirements, Scrum adopts an approach of continuous improvement whereby the team learns from experience and stakeholder engagement to constantly keep the Prioritized Product Backlog updated with any changes in requirements. The Prioritized Product Backlog is simply never complete until the closure or termination of the project. Any changes to the requirements reflect changes in the internal and external business environment and allow the team to continually work and adapt to achieve those requirements. 94

95 Scrum Aspects - Quality Since Scrum requires work to be completed in increments during Sprints, this means that errors or defects get noticed earlier through repetitive quality testing, rather than when the final product or service is near completion. Moreover, important quality-related tasks (e.g., development, testing, and documentation) are completed as part of the same Sprint by the same team this ensures that quality is inherent in any deliverable created as part of a Sprint. Constant discussions between the Scrum Core Team and stakeholders (including customers and users) with actual increments of the product being delivered at the end of every Sprint, ensures that the gap between customer expectations from the project and actual deliverables produced is constantly reduced. 95

96 Quality - Plan-Do-Check-Act (PDCA) Cycle Fig 5-3: PDCA Cycle in Scrum; Page 93 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 96

97 Quality - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 97

98 Question Which of the following is the objective component by which a User Story s functionality is judged? A. Customer Quality Expectations B. Acceptance Criteria C. Epics D. User Needs 98

99 Answer Which of the following is the objective component by which a User Story s functionality is judged? A. Customer Quality Expectations B. Acceptance Criteria C. Epics D. User Needs Answer: B - Acceptance Criteria Justification: Acceptance Criteria are the objective component by which a User Story s functionality is judged. 99

100 Question Should Acceptance Criteria be written for all User Stories? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 100

101 Scrum Aspects Change 101

102 Scrum Aspects - Change Every project, regardless of its method or framework used, is exposed to change. It is imperative that project team members understand that the Scrum development processes are designed to embrace change. Organizations should try to maximize the benefits that arise from change and minimize any negative impacts through diligent change management processes in accordance with the principles of Scrum. 102

103 Scrum Aspects - Change A primary principle of Scrum is its acknowledgement that: a) stakeholders change their mind about what they want and need throughout a project (sometimes referred to as requirements churn ) b) it is very difficult, if not impossible, for stakeholders to define all requirements during project initiation. Scrum projects welcome change by using short, iterative Sprints that incorporate customer feedback on each Sprint s deliverables. This enables the customer to regularly interact with the Scrum Team members, view deliverables as they are ready, and change requirements if needed earlier in the Sprint. 103

104 Change Sample Change Approval Process Fig 6-1: Sample Change Approval Process; Page 99 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 104

105 Change - Updating Prioritized Product Backlog with Approved Changes Figure 6-2: Updating Prioritized Product Backlog with Approved Changes; Page 100 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 105

106 Change - Integrating Change in Scrum? Figure 6-6: Integrating Change in Scrum; Page 107 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 106

107 Change - Incorporating Changes in Portfolio and Program Figure 6-8: Incorporating Changes in Portfolio and Program; Page 113 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 107

108 Change - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 108

109 Question Who is responsible for ensuring that requirements and User Stories pertaining to an agreed Sprint are not changed? A. Scrum Team B. Product Owner C. Scrum Master D. Sponsor 109

110 Answer Who is responsible for ensuring that requirements and User Stories pertaining to an agreed Sprint are not changed? A. Scrum Team B. Product Owner C. Scrum Master D. Sponsor Answer: C Scrum Master Justification: It is the responsibility of the Scrum Master to ensure that once user stories for a Sprint are committed to, those are not changed. 110

111 Question Do you use any formal Change Control Procedure in your organization? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 111

112 Scrum Aspects Risk 112

113 Scrum Aspects - Risk Risk is defined as an uncertain event or set of events that can affect the objectives of a project and may contribute to its success or failure. 113

114 Scrum Aspects - Risk Positive impact Opportunities Negative impact Threats 114

115 Scrum Aspects - Risk Example One of the key investors in a project might back off at an important juncture. This is a risk affecting the project in a negative way In case, the project finds a better investor willing to invest in a bigger and a better way, it can be considered as an opportunity 115

116 Risk - Risk Management Procedure 1. Risk Identification: Using various techniques to identify all potential risks. 2. Risk assessment: Evaluating and estimating the identified risks. 3. Risk prioritization: Prioritizing risk to be included in the Prioritized Product Backlog. 4. Risk mitigation: Developing an appropriate strategy to deal with the risk. 5. Risk communication: Communicating the findings from the first four steps to the appropriate stakeholders and determining their perception regarding the uncertain events. 116

117 Risk Management Procedure Risks should be identified, assessed, and responded to based primarily on two factors: The probability of an occurrence The probable impact in the event of the occurrence Risks with high probability and high impact rating should be addressed before those with a lower rating. In general, once a risk is identified, it is important to understand the basic aspects of the risk with regard to the possible causes, the area of uncertainty, and the potential effects if the risk occurs. 117

118 Scrum Aspects - Risk Minimizing Risks through Scrum Flexibility reduces businessenvironmentrelated risk Regular feedback reduces expectationsrelated risk Team ownership reduces estimation risk Transparency reduces nondetection risk Iterative delivery reduces investment risk 118

119 Risk - Process for Risk Prioritization Figure 7-4: Process for Risk Prioritization; Page 126 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 119

120 Risk - Handling Risks in Portfolios and Programs Figure 7-6: Handling Risks in Portfolios and Programs; Page 131 SBOK Guide Please note that this topic is discussed in detail in the SBOK Guide and as part of other advanced certification courses. 120

121 Risk - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 121

122 Question Which of the following cannot be identified as a risk for a given project? A. Funding for the project may not be made available in time for project completion without going beyond the agreed schedule. B. The requirements given by the Product Owner are unclear to the development team. C. The development team may not possess the required skills to develop the project s products. D. The Product Owner believes that the User Stories for product A may not accurately reflect the needs of the end users. 122

123 Answer Which of the following cannot be identified as a risk for a given project? A. Funding for the project may not be made available in time for project completion without going beyond the agreed schedule. B. The requirements given by the Product Owner are unclear to the development team. C. The development team may not possess the required skills to develop the project s products. D. The Product Owner believes that the User Stories for product A may not accurately reflect the needs of the end users. Answer: B The requirements given by the Product Owner are unclear to the development team. Justification: There is no uncertainty in this statement. The requirements are unclear and as such it is an issue and not a risk. 123

124 Question Can you think of one example of a threat and one example of an opportunity? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 124

125 Scrum Phases and Processes 125

126 Scrum Phases and Processes Scrum processes address the specific activities and flow of a Scrum project. In total, there are 19 processes which are grouped into 5 phases 126

127 Scrum Phases and Processes Chapter Phase Fundamental Scrum Processes 8 Initiate 1. Create Project Vision 2. Identify Scrum Master and Stakeholder(s) 3. Form Scrum Team 4. Develop Epic(s) 5. Create Prioritized Product Backlog 6. Conduct Release Planning 9 Plan and Estimate 1. Create User Stories 2. Estimate User Stories 3. Commit User Stories 4. Identify Tasks 5. Estimate Tasks 6. Create Sprint Backlog 10 Implement 1. Create Deliverables 2. Conduct Daily Standup 3. Groom Prioritized Product Backlog 11 Review and Retrospect 12 Release 1. Demonstrate and Validate Sprint 2. Retrospect Sprint 1. Ship Deliverables 2. Retrospect Project Table 1-1: Summary of Fundamental Scrum Processes; Page 15 SBOK Guide 127

128 Scrum Phase - Initiate Figure 8-2: Initiate Overview (Essentials); SBOK Page 138 Additional Details: SBOK Pages

129 Scrum Phase - Initiate Create Project Vision Project Business Case is reviewed to create Project Vision Statement Product Owner is identified 129

130 Scrum Phase - Initiate Identify Scrum Master and Stakeholder(s) Scrum Master and Stakeholder(s) are identified using specific Selection Criteria 130

131 Scrum Phase - Initiate Scrum Team members are identified Form Scrum Team Product Owner is responsible for selecting team members and often does so in collaboration with the Scrum Master 131

132 Scrum Phase - Initiate Project Vision Statement serves as the basis for developing Epics Develop Epic(s) Epics are large, unrefined User Stories in the Prioritized Product Backlog which cannot be delivered in one Sprint cycle. Personas are created to identify the needs of the target user base Personas are highly detailed fictional characters, representative of the majority of users and of other stakeholders who may not directly use the end product. Personas are created to identify the needs of the target user base. 132

133 Initiate Phase - Example of Persona Vanessa is a 39 year old resident of San Francisco. She is pursuing her passion for traveling after having a highly successful career as an attorney. She likes to have options while picking air travel and accommodation services so that she can choose the best and the most affordable. She gets frustrated with slow and cluttered websites. 133

134 Scrum Phase - Initiate Create Prioritized Product Backlog Epic(s) and Unrefined User Stories are refined, elaborated, and prioritized to create a Prioritized Product Backlog Done Criteria are also established Done Criteria are a set of rules that are applicable to all User Stories. A clear definition of Done is critical, because it removes ambiguity from requirements and helps the team adhere to mandatory quality norms. 134

135 Scrum Phase - Initiate Conduct Release Planning Scrum Core Team reviews the User Stories in the Prioritized Product Backlog to develop a Release Planning Schedule Length of Sprint is determined 135

136 Initiate Phase - Data Flow Diagram Figure 8 16: Initiate Phase Data Flow Diagram; Page 179 SBOK Guide 136

137 Initiate Phase - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 137

138 Question The prioritized set of work to be done is captured by the Product Owner in: A. A User Story. B. The Prioritized Product Backlog. C. A Burndown chart. D. Accepted deliverables 138

139 Answer The prioritized set of work to be done is captured by the Product Owner in: A. A User Story. B. The Prioritized Product Backlog. C. A Burndown chart. D. Accepted deliverables Answer: B The Prioritized Product Backlog. Justification: Product Owner documents requirements in Prioritized Product Backlog. 139

140 Question Can you think of an example of an Epic? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 140

141 Scrum Phase - Plan and Estimate Figure 9-2: Plan and Estimate Overview (Essentials); SBOK Page 184 Additional Details: SBOK Pages

142 Scrum Phase - Plan and Estimate User Stories and their related User Story Acceptance Criteria are created Create User Stories Usually written by the Product Owner Designed to ensure that the customer s requirements are clearly depicted and understood Involves Scrum Team members creating the User Stories Incorporated into the Prioritized Product Backlog Tells you three things about the requirement: Who, What, and Why 142

143 Plan and Estimate Phase - User Story Format As a <role/persona>, I should be able to <requirement> so that <benefit> 143

144 Plan and Estimate Phase - User Story Examples As a Database Administrator, I should be able to revert a selected number of database updates so that the desired version of the database is restored. As a Web developer, I should be able to track user data through their unique login, so that I can enable customization of product and service offerings to the visitors. As a customer, I should be able to log in as a guest, so that I can check the offerings without registration when constrained by time. 144

145 Scrum Phase - Plan and Estimate Product Owner clarifies User Stories Estimate User Stories Scrum Master and Scrum Team estimate the effort required to develop the functionality described in each User Story 145

146 Scrum Phase - Plan and Estimate Commit User Stories Scrum Team commits to develop the customer requirements in the form of Estimated and Committed User Stories (approved by Product Owner) for a Sprint 146

147 Scrum Phase - Plan and Estimate Identify Tasks Committed User Stories are broken down into specific tasks and compiled into a Task List. 147

148 Scrum Phase - Plan and Estimate Estimate Tasks Scrum Core Team estimates the effort required to accomplish each task in the Task List Result of this process is an Effort Estimated Task List 148

149 Scrum Phase - Plan and Estimate The Scrum Core Team holds Sprint Planning Meetings Create Sprint Backlog Sprint Backlog containing all tasks to be completed in the sprint is created A Sprint Burndown Chart with a planned burndown is created 149

150 Plan and Estimate Phase - Data Flow Diagram Figure 9-11: Plan and Estimate Phase Data Flow Diagram; Page 211 SBOK Guide 150

151 Plan and Estimate Phase - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 151

152 Question The responsibility for estimating items in the Prioritized Product Backlog in the Plan and Estimate phase lies with the: A. Scrum Team. B. Scrum Master. C. Product Owner. D. External team with considerable experience. 152

153 Answer The responsibility for estimating items in the Prioritized Product Backlog in the Plan and Estimate phase lies with the: A. Scrum Team. B. Scrum Master. C. Product Owner. D. External team with considerable experience. Answer: A Scrum Team. Justification: A Scrum team is a self-organized team and as such they are told what needs to be done, but how it needs to be done is decided by the team. That includes estimation of tasks too. 153

154 Question Can you share some user stories that you might have worked on? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 154

155 Scrum Phase - Implement Figure 10-2: Implement Overview (Essentials); Page 216 Additional Details: SBOK Page

156 Scrum Phase - Implement Scrum Team works on the tasks in the Sprint Backlog to create Sprint Deliverables Create Deliverables Scrumboard is often used to track the work and activities being carried out Issues or problems faced by the Scrum Team could be updated in an Impediment Log 156

157 Implement Phase - Scrumboard Figure 10-5: Scrumboard; Page 218 SBOK Guide 157

158 Scrum Phase - Implement Conduct Daily Standup Everyday a highly focused and time-boxed meeting is conducted. It is referred to as the Daily Standup meeting This is the forum for the Scrum Team to update each other on their progress and any impediments they may be facing 158

159 Implement Phase - Daily Standup Questions Three Questions: What have I done since the last meeting? What do I plan to do before the next meeting? What impediments or obstacles (if any) am I currently facing? 159

160 Scrum Phase: Implement The Prioritized Product Backlog is continuously updated and maintained Groom Prioritized Product Backlog Prioritized Product Backlog Review Meeting may be held Any changes or updates to the backlog are discussed and incorporated into the Prioritized Product Backlog 160

161 Implement Phase - Data Flow Diagram Figure 10-10: Implement Phase Data Flow Diagram; Page 233 SBOK Guide 161

162 Implement Phase - Video Here is a video to review the concept: Create-Deliverables For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 162

163 Question How often are the Prioritized Product Backlog priorities changed? A. Never B. Whenever the Product Owner decides that an item has to be assigned higher priority C. Whenever the Scrum Master believes that an item has to be added D. When senior management feels an item has to be added 163

164 Answer How often are the Prioritized Product Backlog priorities changed? A. Never B. Whenever the Product Owner decides that an item has to be assigned higher priority C. Whenever the Scrum Master believes that an item has to be added D. When senior management feels an item has to be added Answer: B Whenever the Product Owner decides that an item has to be assigned higher priority Justification: It is the prerogative of the Product Owner to change the priorities of items contained in the Product Backlog as and when he deems it fit. 164

165 Question What are the typical issues that you face while conducting Daily Standup Meetings? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 165

166 Scrum Phase - Review and Retrospect Figure 11-2: Review and Retrospect Overview; SBOK Page 239 Additional Details: SBOK Pages

167 Scrum Phase - Review and Retrospect Scrum Team demonstrates the Sprint Deliverables to the Product Owner in a Sprint Review Meeting Demonstrate and Validate Sprint Purpose of this meeting is to secure approval and acceptance of the product or service by the Product Owner 167

168 Scrum Phase - Review and Retrospect Scrum Master and Scrum Team meet to discuss the lessons learned Retrospect Sprint Information is documented as lessons learned which can be applied to future Sprints There may be Agreed Actionable Improvements or Updated Scrum Guidance Body Recommendations 168

169 Scrum Phase - Review and Retrospect Retrospect Sprint Primary objectives of the Retrospect Sprint Meeting are to identify three specific items: Things the team needs to keep doing: best practices Things the team needs to begin doing: process improvements Things the team needs to stop doing: process problems and bottlenecks 169

170 Review and Retrospect Phase - Data Flow Diagram Figure 11-7: Review and Retrospect Phase Data Flow Diagram; Page 247 SBOK Guide 170

171 Review and Retrospect Phase - Video Here is a video to review the concept: Introduction For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 171

172 Question The meeting at the end of the Sprint in which the team presents its work to the Product Owner is known as the: A. Product Vision Meeting. B. Sprint Planning Meeting. C. Sprint Review Meeting. D. Retrospect Sprint Meeting. 172

173 Answer The meeting at the end of the Sprint in which the team presents its work to the Product Owner is known as the: A. Product Vision Meeting. B. Sprint Planning Meeting. C. Sprint Review Meeting. D. Retrospect Sprint Meeting. Answer: C Sprint Review Meeting. Justification: Sprint review meeting is conducted at the end of the Sprint to demonstrate and validate the deliverables of a Sprint. 173

174 Question In your organization, who all are part of a Sprint Review Meeting? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 174

175 Scrum Phase - Release Figure 12-2: Release Overview (Essentials); SBOK Page 251 Additional Details: SBOK Pages

176 Scrum Phase - Release Ship Deliverables Accepted Deliverables are delivered or transitioned A formal Working Deliverables Agreement documents the successful completion of the Sprint 176

177 Scrum Phase - Release Organizational stakeholders and Scrum Core Team members assemble to retrospect the project Retrospect Project Identify, document, and internalize the lessons learned Lessons lead to documentation of Agreed Actionable Improvements to be implemented in future projects 177

178 Release Phase - Data Flow Diagram Figure 12-7: Release Phase Data Flow Diagram; Page 260 SBOK Guide 178

179 Release Phase - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 179

180 Question You are a member of a Scrum Team, and you are instructed by the general manager of your company to work on an urgent task that is not part of the current Sprint. What do you do? A. Take responsibility for the task, and tell the Product Owner to postpone the deadline for the current Sprint. B. Talk with the other Scrum Team members and re-assign your tasks to someone else. C. Talk to the Product Owner, and tell him or her to re-assign your tasks to someone else. D. Inform the Scrum Master of the situation, and let him or her discuss the situation with the GM. 180

181 Answer You are a member of a Scrum Team, and you are instructed by the general manager of your company to work on an urgent task that is not part of the current Sprint. What do you do? A. Take responsibility for the task, and tell the Product Owner to postpone the deadline for the current Sprint. B. Talk with the other Scrum Team members and re-assign your tasks to someone else. C. Talk to the Product Owner, and tell him or her to re-assign your tasks to someone else. D. Inform the Scrum Master of the situation, and let him or her discuss the situation with the GM. Answer: D Inform the Scrum Master of the situation, and let him or her discuss the situation with the GM. Justification: It is the job of the Scrum Master to remove any impediments during Sprint. Also, only Product Owner can add requirements to a Product Backlog and prioritize it. Once a Sprint starts, the scope of the Sprint cannot be changed. 181

182 Question Do you think deliverables are shipped at the end of each Sprint? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 182

183 Scrum Processes - Summary Chapter Phase Fundamental Scrum Processes 8 Initiate 1. Create Project Vision 2. Identify Scrum Master and Stakeholder(s) 3. Form Scrum Team 4. Develop Epic(s) 5. Create Prioritized Product Backlog 6. Conduct Release Planning 9 Plan and Estimate 1. Create User Stories 2. Estimate User Stories 3. Commit User Stories 4. Identify Tasks 5. Estimate Tasks 6. Create Sprint Backlog 10 Implement 1. Create Deliverables 2. Conduct Daily Standup 3. Groom Prioritized Product Backlog 11 Review and Retrospect 12 Release 1. Demonstrate and Validate Sprint 2. Retrospect Sprint 1. Ship Deliverables 2. Retrospect Project Table 1-1: Summary of Fundamental Scrum Processes; Page 15 SBOK Guide 183

184 Scaling Scrum for Large Projects Figure 13-2: Scaling Scrum for Large Projects Overview (Essentials); Page No. 264 SBOK Guide Please note that Scaling Scrum is discussed in detail in the SBOK Guide and as part of other advanced certification courses. Additional Details: SBOK Guide Pages

185 Scaling Scrum for the Enterprise Figure 14-2: Scaling Scrum for the Enterprise Overview (Essentials); Page No 290 SBOK Guide Please note that Scaling Scrum is discussed in detail in the SBOK Guide and as part of other advanced certification courses. Additional Details: SBOK Guide Pages

186 Scaling Scrum for the Enterprise Figure 14-2: Scaling Scrum for the Enterprise Overview (Essentials); Page No 290 SBOK Guide Please note that Scaling Scrum is discussed in detail in the SBOK Guide and as part of other advanced certification courses. Additional Details: SBOK Pages

187 Scrum Principles 187

188 Scrum Principles Figure 1-3: Scrum Principles; Page 9 SBOK Guide Additional Details: SBOK Pages

189 Scrum Principles The Scrum Principles are the foundation on which the Scrum framework is based. The Scrum principles can be applied to any type of project or organization. They must be followed in order to ensure an appropriate and successful application of Scrum. 189

190 Scrum Principles Aspects and processes of Scrum can be modified. The principles are non-negotiable and must be applied as described in the SBOK Guide. Keeping the principles intact and using them appropriately gives confidence in the framework s ability to help attain project objectives. 190

191 Six Scrum Principles 191

192 Scrum Principles - Empirical Process Control 192

193 Scrum Principles Empirical Process Control How decisions are made in Scrum What are the 3 main characteristics of Empirical Process Control 193

194 Scrum Principles Empirical Process Control Scrum decisions are based on observation and experimentation 194

195 Scrum Principles Empirical Process Control Relies on three main ideas Transparency Inspection Adaptation 195

196 Empirical Process Control - Transparency Transparency allows all facets of any Scrum process to be observed by anyone. This promotes an easy and transparent flow of information throughout the organization and creates an open work culture. 196

197 Empirical Process Control - Transparency Fig 2-1: Transparency in Scrum; Page 23 SBOK Guide 197

198 Empirical Process Control - Inspection Inspection in Scrum is depicted through the following: Use of a common Scrumboard and other information radiators which show the progress of the Scrum Team on completing the tasks in the current Sprint. Collection of feedback from the customer and other stakeholders during the Develop Epic(s), Create Prioritized Product Backlog, and Conduct Release Planning processes. Inspection and approval of the Deliverables by the Product Owner and the customer in the Demonstrate and Validate Sprint process. 198

199 Empirical Process Control - Inspection Fig 2-2: Inspection in Scrum; Page 24 SBOK Guide 199

200 Empirical Process Control - Adaptation Adaptation happens as the Scrum Core Team and Stakeholders learn through transparency and inspection and then adapt by making improvements in the work they are doing. 200

201 Empirical Process Control - Adaptation Fig 2-3: Adaptation in Scrum; Page 25 SBOK Guide 201

202 Empirical Process Control - Video Here is a video to review the concept: Process-Control For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 202

203 Question Which of the following does not aid in ensuring transparency in a Scrum project? A. Scrum ensures that the project has an open Prioritized Product Backlog with prioritized User Stories that can be viewed by everyone, both within and outside the Scrum Team. B. Scrum ensures that there is clear visibility into the team s progress through the use of a Scrumboard, Burndown Chart, and other information radiators. C. Scrum ensures transparency through detailed upfront planning in which all the key stakeholders participate. D. Scrum ensures transparency through a Project Vision Statement that is visible to all the internal and external stakeholders. 203

204 Answer Which of the following does not aid in ensuring transparency in a Scrum project? A. Scrum ensures that the project has an open Prioritized Product Backlog with prioritized User Stories that can be viewed by everyone, both within and outside the Scrum Team. B. Scrum ensures that there is clear visibility into the team s progress through the use of a Scrumboard, Burndown Chart, and other information radiators. C. Scrum ensures transparency through detailed upfront planning in which all the key stakeholders participate. D. Scrum ensures transparency through a Project Vision Statement that is visible to all the internal and external stakeholders. Answer: C Scrum ensures transparency through detailed upfront planning in which all the key stakeholders participate. Justification: Scrum does not recommend detailed upfront planning because Scrum believes in iterative and incremental development. 204

205 Question How do you ensure transparency within a Scrum team? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 205

206 Scrum Principles - Self-organization 206

207 Scrum Principles - Self-organization Scrum believes that employees are self-motivated and seek to accept greater responsibility. So, they deliver much greater value when selforganized. Self-organization does not mean that team members act in any manner they want. 207

208 Self-organization - Servant Leadership The preferred leadership style in Scrum is Servant Leadership, which emphasizes achieving results by focusing on the needs of the Scrum Team. 208

209 Self-organization - Goals of a Self-organizing Team Fig 2-5: Goals of a Self-organizing Team; Page 28 SBOK Guide 209

210 Self-organization - Video Here is a video to review the concept. If you are unable to watch the video properly, you can use the link to play the video directly in the your browser. For more videos on this concept, please login to your online account. 210

211 Question What is self-organization? A. It refers to emphasizing achieving results by focusing on the needs of the Scrum Team. B. It refers to delivering maximum business value in a minimum time span. C. It refers to prioritizing creation of high value deliverables over lower value deliverables D. It refers to allowing all facets of Scrum process to be observed by everyone. 211

212 Answer What is self-organization? A. It refers to emphasizing achieving results by focusing on the needs of the Scrum Team. B. It refers to delivering maximum business value in a minimum time span. C. It refers to prioritizing creation of high value deliverables over lower value deliverables D. It refers to allowing all facets of Scrum process to be observed by everyone. Answer: A It refers to emphasizing achieving results by focusing on the needs of the Scrum Team. Justification: Scrum believes that employees are self-motivated and seek to accept greater responsibility. So, they deliver much greater value when self-organized. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

213 Question What do you think are the main challenges with self-organizing teams? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 213

214 Scrum Principles - Collaboration 214

215 Scrum Principles - Collaboration Collaboration in Scrum refers to the Scrum Core Team working together and interfacing with the stakeholders to create and validate the deliverables of the project to meet the goals outlined in the Project Vision. 215

216 Scrum Principles - Collaboration Cooperation Occurs when the work product consists of the sum of the work efforts of various people on a team. Collaboration Occurs when a team works together to play off each other s inputs to produce something greater. 216

217 Scrum Principles - Collaboration Core Dimensions of Collaborative Work Awareness: Individuals working together need to be aware of each other s work. Articulation: Collaborating individuals must partition work into units, divide the units among team members, and then after the work is done, reintegrate it. Appropriation: Adapting technology to one s own situation; the technology may be used in a manner completely different than expected by the designers. 217

218 Benefits of Collaboration Fig 2-6: Benefits of Collaboration in Scrum Projects; Page 30 SBOK Guide 218

219 Importance of Colocation in Collaboration For many of the Scrum practices, highbandwidth communication is required. To enable this, it is preferred that team members are colocated. Colocation allows both formal and informal interaction between team members. This provides the advantage of having team members always at hand for coordination, problem-solving, and learning. 219

220 Scrum Principles - Collaboration Key Benefits of Colocation Questions get answered quickly Problems are fixed on the spot Less friction occurs between interactions Trust is gained and awarded much more quickly 220

221 Collaboration Tools - Colocated Team Face-to-face interactions Decision Rooms or War Rooms Scrumboards Wall displays Shared tables 221

222 Collaboration Tools - Distributed Team Video conferencing Instant messaging Chats Social media Shared screens Software versions of Scrumboards, common displays and so forth 222

223 Collaboration - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 223

224 Question Which of the following best defines collaboration? A. It refers to individual Scrum Team members being aware of each other s work. B. It refers to the Scrum Core Team working together and interfacing with the stakeholders to create and validate the deliverables of the project to meet the stated goals. C. It refers to achieving results by focusing on the needs of the Scrum Team. D. It refers to proposes fixing a certain amount of time for each process and activity in a Scrum project. 224

225 Answer What of the following best defines collaboration? A. It refers to individual Scrum Team members being aware of each other s work. B. It refers to the Scrum Core Team working together and interfacing with the stakeholders to create and validate the deliverables of the project to meet the stated goals. C. It refers to achieving results by focusing on the needs of the Scrum Team. D. It refers to proposes fixing a certain amount of time for each process and activity in a Scrum project. Answer: B It refers to the Scrum Core Team working together and interfacing with the stakeholders to create and validate the deliverables of the project to meet the stated goals. Justification: Collaboration in Scrum refers to the Scrum Core Team working together and interfacing with the stakeholders to create and validate the deliverables of the project to meet the goals outlined in the Project Vision. It is important to note the difference between cooperation and collaboration here. Cooperation occurs when the work product consists of the sum of the work efforts of various people on a team. Collaboration occurs when a team works together to play off each other s inputs to produce something greater. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

226 Question Can distributed teams prove to be effective in a Scrum project when the emphasis is generally on a colocated team? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 226

227 Scrum Principles Value-based Prioritization 227

228 Scrum Principles Value-based Prioritization The Scrum framework is driven by the goal of delivering maximum business value in a minimum time span. One of the most effective tools for delivering the greatest value in the shortest amount of time is prioritization. Prioritization can be defined as determination of the order and separation of what must be done now, from what needs to be done later. 228

229 Scrum Principles Value-based Prioritization $$$ Scrum uses value-based prioritization as a core principle that drives the structure and functionality of the entire Scrum framework Value-based prioritization helps projects benefit through adaptability and iterative development Scrum aims at delivering a valuable product or service to the customer on an early and continuous basis 229

230 Scrum Principles Value-based Prioritization $$$ Product Owner prioritizes User Stories in the Prioritized Product Backlog The Prioritized Product Backlog contains a list of all the requirements needed to bring the project to fruition Product Owner works with the customer and sponsor to understand which business requirements provide maximum business value High-value requirements are identified and moved to the top of the Prioritized Product Backlog. 230

231 Scrum Principles Value-based Prioritization Product Owner works with the Scrum Team to understand project risks and uncertainty It should be taken into account while prioritizing User Stories The Scrum Team also alerts the Product Owner of any dependencies that arise out of implementation 231

232 Scrum Principle Value-based Prioritization While prioritizing the User Stories in the Prioritized Product Backlog, the following three factors are considered: Fig 2-7: Value-based Prioritization; Page 32 SBOK Guide 232

233 Value-based Prioritization - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 233

234 What is value-based prioritization? Question A. It refers to emphasizing achieving results by focusing on the needs of the Scrum Team. B. It refers to making improvements through adaptation. C. It refers to prioritizing creation of high value deliverables over lower value deliverables D. It refers to allowing all facets of Scrum process to be observed by everyone. 234

235 Answer What is value-based prioritization? A. It refers to emphasizing achieving results by focusing on the needs of the Scrum Team. B. It refers to making improvements through adaptation. C. It refers to prioritizing creation of high value deliverables over lower value deliverables D. It refers to allowing all facets of Scrum process to be observed by everyone. Answer: C It refers to prioritizing creation of high value deliverables over lower value deliverables. Justification: Scrum uses Value-based Prioritization as one of the core principles that drives the structure and functionality of the entire Scrum framework it helps projects benefit through adaptability and iterative development of the product or service. More significantly, Scrum aims at delivering a valuable product or service to the customer on an early and continuous basis. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

236 Question What are the factors that are considered when prioritizing User Stories? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 236

237 Scrum Principle - Time-boxing 237

238 Scrum Principle - Time-boxing Scrum treats time as one of the most important constraints in managing a project. To address the constraint of time, Scrum introduces a concept called Timeboxing which proposes fixing a certain amount of time for each process and activity in a Scrum project. This ensures that Scrum Team members do not take up too much or too little work for a particular period of time and do not expend their time and energy on work for which they have little clarity. 238

239 Scrum Principle - Time-boxing Advantages of Time-boxing: Efficient development process Less overheads High velocity for teams 239

240 Scrum Principles - Time-boxing Time-boxing is useful in avoiding excessive improvement or gold-plating of an item. 240

241 Scrum Principles - Time-boxing Fig 2-8: Time-box Durations for Scrum Meetings; Page 34 SBOK Guide 241

242 Time-boxing - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 242

243 Question Which of the following statements on Time-boxing is INCORRECT? A. It proposes fixing certain timeframe for each activity. B. It ensures that Scrum Team members do not take up too much or too little work for a particular period of time. C. It is a principle through which Scrum framework addresses the project constraint of time. D. It ensures that there is detailed upfront planning before every Sprint begins. 243

244 Answer Which of the following statements on Time-boxing is INCORRECT? A. It proposes fixing certain timeframe for each activity. B. It ensures that Scrum Team members do not take up too much or too little work for a particular period of time. C. It is a principle through which Scrum framework addresses the project constraint of time. D. It ensures that there is detailed upfront planning before every Sprint begins. Answer: D It ensures that there is detailed upfront planning before every Sprint begins. Justification: Scrum treats time as one of the most important constraints in managing a project. To address the constraint of time, Scrum introduces a concept called Timeboxing which proposes fixing a certain amount of time for each process and activity in a Scrum project. This ensures that Scrum Team members do not take up too much or too little work for a particular period of time and do not expend their time and energy on work for which they have little clarity. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

245 Question Is there any meeting in Scrum that is not time-boxed? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 245

246 Scrum Principles - Iterative Development 246

247 Scrum Principle - Iterative Development The Scrum framework is driven by the goal of delivering maximum business value in a minimum time span. To achieve this practically, Scrum believes in Iterative Development of Deliverables. In most complex projects, the customer may not be able to define very concrete requirements or is not confident of what the end product may look like. The iterative model is more flexible in ensuring that any change requested by the customer can be included as part of the project. 247

248 Iterative Development Scrum vs. Traditional Waterfall Fig 2-9: Scrum vs. Traditional Waterfall; Page 36 SBOK Guide 248

249 Iterative Development How does it work? User Stories may have to be written constantly throughout the duration of the project. In the initial stages of writing, most User Stories are high-level functionalities. These User Stories are known as Epic(s). Epic(s) are usually too large for teams to complete in a single Sprint. Therefore, they are broken down into smaller User Stories. Each complex aspect of the project is broken down through progressive elaboration during the Groom Prioritized Product Backlog process. The Create User Stories and the Estimate and the Commit User Stories processes are used to add new requirements to the Prioritized Product Backlog. 249

250 Iterative Development How does it work? In each Sprint, the Create Deliverables process is used to develop the Sprint s outputs. The Scrum Master has to ensure that the Scrum processes are followed and facilitates the team to work in the most productive manner possible. The Scrum Team self-organizes and aims to create the Sprint Deliverables from the User Stories in the Sprint Backlog. In large projects, various cross-functional teams work in parallel across Sprints, delivering potentially shippable solutions at the end of each Sprint. After the Sprint is complete, The Product Owner accepts or rejects the deliverables based on the Acceptance Criteria in the Demonstrate and Validate Sprint process. 250

251 Iterative Development - Benefits The benefit of iterative development is that it allows for course correction as all the people involved get better understanding of what needs to be delivered as part of the project and incorporate these learning in an iterative manner. Thus, the time and effort required to reach the final end point is greatly reduced and the team produces deliverables that are better suited to the final business environment. 251

252 Iterative Development - Video Here is a video to review the concept: For more videos on this concept, please login to your online account. If you are unable to watch the video here, you can use the link to play the video directly in your browser. 252

253 What is iterative development? Question A. It refers to using more than one product development cycle to develop the final project deliverables through the learning from the previous development cycles. B. It refers to developing the final project deliverables in one product development cycle. C. It refers to developing project deliverables using automated processes. D. It refers to developing project outputs through detailed upfront planning with emphasis on fixing scope, quality and other project aspects. 253

254 Answer What is iterative development? A. It refers to using more than one product development cycle to develop the final project deliverables through the learning from the previous development cycles. B. It refers to developing the final project deliverables in one product development cycle. C. It refers to developing project deliverables using automated processes. D. It refers to developing project outputs through detailed upfront planning with emphasis on fixing scope, quality and other project aspects. Answer: A It refers to using more than one product development cycle to develop the final project deliverables through the learning from the previous development cycles. Justification: In most complex projects, the customer may not be able to define very concrete requirements or is not confident of what the end product may look like. The iterative model is more flexible in ensuring that any change requested by the customer can be included as part of the project. Reference: A Guide to Scrum Body of Knowledge, SBOK Guide, page

255 Question How does iterative development help when customers do not have concrete idea about their requirements? Please type your answer in the Question window. If you have any additional questions on this topic, please post it in the Question window. 255

256 Overview of Certifications and Live Demo of Online Course 256

257 Scrum Fundamentals Certified (SFC ) Certification Now you are prepared to attempt the Scrum Fundamentals Certified Certification Exam! Scrum Fundamentals Certified course is tailored to help anyone interested to know more about Scrum; learn about key concepts in Scrum as defined in the SBOK Guide; and to get a basic understanding of how Scrum framework works in delivering successful projects. The purpose of the 'Scrum Fundamentals Certified' exam is to confirm you have basic understanding of the Scrum framework. On passing the exam, you will be accredited as "Scrum Fundamentals Certified". There is no formal prerequisite for this course. 257

258 Scrum Fundamentals Certified - Exam Format Multiple choice 40 questions per exam One mark awarded for every right answer No negative marks for wrong answers 30 questions need to be answered correctly to pass 60 minutes duration Online unproctored exam Can be attempted multiple times for free 258

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260 SCRUMstudy Certification Schema All Certification Exams of SCRUMstudy are proctored online. Participants will need a computer and webcam to take the exam, which will be proctored live by VMEdu. 260

261 SCRUMstudy Certifications Multiple choice Multiple choice Multiple choice Multiple choice 75 questions per exam 100 questions per exam 100 questions per exam 140 questions per exam No negative marks for No negative marks for No negative marks for No negative marks for wrong answers wrong answers wrong answers wrong answers 90 minutes duration 120 minutes duration 120 minutes duration 180 minutes duration Proctored online exam Proctored online exam Proctored online exam Proctored online exam. Current pass rate: 98% Current pass rate: 95% Current pass rate: 93% Current pass rate: 93% Multiple choice Multiple choice 70 questions per exam 70 questions per exam No negative marks for No negative marks for wrong answers wrong answers 90 minutes duration 90 minutes duration Proctored online exam Proctored online exam *Additional details available at 261

262 Classroom Training Methodology Classroom courses have unique elements that make them highly engaging as well as informative for their respective audiences. Each classroom course has an online component and includes the following resources. 262

263 Scrum and Agile Certifications and Training 263

264 Instructor-led-Virtual Training Instructor-led online 2-day class is conducted by SCRUMstudy certified faculty using high-end online training platforms such as Citrix GoToTraining or Cisco Webex. Attend the virtual class from your home or a location of your choice using desktop/laptop with speakers and microphone. All physical study resources will be shipped to the address provided. Includes access to online course and online proctored certification exam. Corporate Discounts are available! Please contact us at support@scrumstudy.com for more details. 264

265 Physical Classroom Training Instructor-led 2-day physical class is conducted by SCRUMstudy certified faculty at a predetermined location/venue. All physical study resources including the SBOK Guide will be provided at the venue. Includes access to online course and online proctored certification exam. Corporate Discounts are available! Please contact us at support@scrumstudy.com for more details. 265

266 Online Self Study Please contact us at for more details. 266

267 Online Course: Features Online Videos Chapter Test Mobile Apps Study Guides and Podcasts High quality and engaging online videos for each chapter and knowledge area Practice tests for each knowledge area for students to gauge their preparedness Students can access courses in all formats through our innovative mobile app For students to access the courses on the move even in absence of the internet Full Length Simulated Exam Engaging Case Studies Easy-to-use interface Exams designed to familiarize students with the actual exam environment Engaging case studies replicate real life scenarios ensuring effective learning All Courses are delivered through our user friendly web and mobile apps 267

268 Mobile App To ensure that students get true on-the-go learning, VMEdu provides content in the form of mobile apps. The state-of-the-art mobile apps from VMEdu allow registered students to view high-quality study material in a mobile-friendly format using mobile phones and tablets. Seamlessly syncs across devices Available in both Android and ios 268

269 Online Course Live Demo Please contact us at for more details. 269